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Project Design & Network Analysis
Project Design & Network Analysis
Project Design & Network Analysis
Contents
What is a project? How does project management benefit you? Project cycle management (PCM) PCM tools Project managers
A project
What is a project Defined start and end, specific scope, cost and duration A temporary endeavor undertaken to create a unique product, service or result A series of activities aimed at bringing about clearly specified objectives within a defined time period and with a defined budget
(EU Aid delivery methods)
Improved quality
Decision-making routes and processes are clearly defined Deadlines, costs and resources are controlled systematically
All processes in the project management activity chain are coordinated to ensure they remain in harmony with one another
Quality
Evaluation
Identification
Formulation
Financing decision
Time management
Defining project activities Activity scheduling Create and controlling the project activities
Quadrant 1 Urgent and important "Firefighting" Quadrant 3 Urgent but not important "Distraction"
Quadrant 2 Important but not urgent "Quality time" Quadrant 4 Neither urgent nor important "Time wasting"
There's an old joke when it comes to project management time: 'The first 90 percent of a project schedule takes 90 percent of the time. The last 10 percent takes the other 90 percent of the time'
Project teams
Diversity of knowledge needed Cross-functional Self-directed Often ad-hoc or temporary Often distributed (geographically) Start and end dates
PROJECT DESIGN
Project Design primary deals with organizing, planning and scheduling of projects. The role of Project Design is very important because project development is always subject to budget and schedule constraints. Designing a Project activity compasses measurement and metrics, management activities, project planning, scheduling, tracking and risk management.
The Design or framework clearly identifies the impacts or objectives the project will achieve. It also allocates measurable and/or tangible performance targets to them. The framework also clearly identifies the inputs and outputs the project will deliver to enable achievement of the proposed objectives. Thus, the framework presents a cause and effect matrix where inputs lead to outputs and outputs lead to immediate objectives, which in turn lead to longer-term objectives.
NETWORK ANALYSIS
Network analysis is the general name given to certain specific techniques which can be used for the planning, management and control of projects.
CPM
The Critical Path Method or Critical Path Analysis, is a mathematically based algorithm for scheduling a set of project activities It is an important tool for effective project management Commonly used with all forms of projects, including construction, software development, research projects, product development, engineering, and maintenance, among others
CPM calculates The longest path of planned activities to the end of the project The earliest and latest that each activity can start and finish without making the project longer
Critical Path Analysis is an effective and powerful method of assessing: Tasks which must be carried out Where parallel activity can be carried out The shortest time in which a project can be completed Resources needed to achieve a project The sequence of activities, scheduling, and timings involved Task priorities
PERT
PERT, is a statistical tool, used in project management, that is designed to analyze and represent the tasks involved in completing a given project. A PERT chart presents a graphic illustration of a project as a network diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project linked by labeled vectors (directional lines) representing tasks in the project.
3. Draw the "Network" connecting all the activities. Each Activity should have unique event numbers. 4. Assign time and/or cost estimates to each activity 5. Compute the longest time path through the network. This is called the critical path. 6. Use the Network to help plan, schedule, monitor and control the project.
Event
Network
PRECEEDING
EVENT
Example
Develop the network for a project with following activities and immediate predecessors:
Activity A B C D E F Immediate predecessors B A, C C D,E
1
B
3
dummy
D E
For example, for activity A, ES = 0 and t = 5; thus the earliest finish time for activity A is EF = 0 + 5 = 5
D[5,8] 3
5 7 6
4 1 3
D[5,8] 3[7,10]
5 7 6
4 1
PROJECT IMPLEMENTATION
Meaning
Implementation is the stage where all the planned activities are put into action. Before the implementation of a project, the implementers should identify their strength and weaknesses (internal forces), opportunities and threats (external forces). The strength and opportunities are positive forces that should be exploited to efficiently implement a project. The weaknesses and threats are hindrances that can hamper project implementation. The implementers should ensure that they devise means of overcoming them.
Coordinate with the organizations involved in implementation -Part of the implementation work is to coordinate the work of any other groups that have a role to play. -In some cases, developers simply failed to plan ahead and make sure the infrastructure groups were prepared to support the implementation. -As a result, the infrastructure groups were forced to drop everything to make the implementation a success.
Implement training -Many solutions require users to attend training or more informal coaching sessions. This type of training could be completed in advance -Training that takes place close to the time of implementation should be made part of the actual implementation plan.
Convert the data. -Data conversion, changing data from one format to another, needs to take place once the infrastructure and the solution are implemented. Perform final verification in production. -You should have prepared to test the production solution to ensure everything is working as you expect. -Depending on the type of solution being implemented, this verification step could be extensive.
Implement new processes and procedures. -Many IT solutions require changes to be made to business processes as well. These changes should be implemented at the same time that the actual solution is deployed. Monitor the solution. - Usually the project team will spend some period of time monitoring the implemented solution. If there are problems that come up immediately after implementation, the project team should address and fix them.
PROJECT ORGANIZATION
A project organization is a temporary thing. It will only exist from the projects start until its end. All the project team members are coming from different organizations of part of the organization. They will all have a temporary assignment to the project.
The project organization should be a result from the project strategy, it should be constructed in such a way that the strategy can be implemented within the environment of the project The project team that does the work should be as small as possible. Stakeholders can also be a part of thr project team.
Defining clear supplier/ partner / customer interfaces, at all levels, and their specific responsibilities Defining ways of working' for your team, describing how you will work with key partners, supplier and the customer(s)
Project Structure 1. In a project structure, all the work is looked at as a project. 2. The project manager has complete control, unlike in the functional structure, and all team members report directly to the project manager. 3. Sometimes these team members are permanent, and sometimes they are hired as temporary workers to help with the project until its completion.
Matrix Structure 1. The matrix structure combines both the functional and project structures. 2. Each team member has two bosses; they report both to the functional manager and the project manager.